Leadership

1

Leadership – The Definition
Leadership is the process of influencing

others to achieve the organizational goals. Leadership is an interaction between the leader, the followers, and the situation.
Boss says “Go!”, Leader says “Let’s go!” Leader knows the way, shows the way, & goes through the way.
V I S I O N

LEADERSHIP
A C H I E V E

COMMUNICATE

CREDIBILITY
2

Quality of a Perfect Leader
Physical appearance, Creative and disciplined , Vision and Foresight, Motivational and commanding , Directing and empowering , Ambitious and humble,  Communicative ,

Be not a perfect leader, only an effective one!
3

Quality of a Perfect Leader
Reliable and risk-taking Intellectual and ethical Coaching and controlling Inspiring and mentoring  Self Confidence and Will Power,  Humanist,  Empathy.

Contd

4

Key characteristics of Charismatic Leaders
1.

Physical Fitness – Charismatic leaders must have a pleasing appearance along with good Physique and Health.

2. Vision and Foresight – This is an idealized goal that proposes a future better than the status quo. They are able to clarify and state the vision in terms that are understandable to others. This demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.

5

Key characteristics of Charismatic Leaders

Contd

3. Intelligence – • Charismatic leaders should be intelligent enough to examine problems and difficult situations. • Leaders are perceived as agents of radical change rather than as caretakers of the status quo.

3. Communicative Skills • Leaders must be able to communicate the Policies and Procedures clearly, Precisely and effectively. 5. Objective• Leaders must strong Willingness to achieve the goals.

6

Key characteristics of Charismatic Leaders 6. Knowledge of Work – •

Contd

Leaders Should know the nature of work then only he/ she can win the trust and Confidence of the subordinates.

7. Sense of Responsibility• Leaders are able to make realistic assessments of the constraints and resources needed to achieve goals of the organisation. • Leaders should motivate his /her subordinates to meet the goals.
7

Key characteristics of Charismatic Leaders 8. Self Confidence and Will power•

Contd

They have complete confidence in their judgment and ability.

9. Humanist• Subordinates should be treated as Human beings by solving their personal problems so that a congenial environment can be created.

8

Key characteristics of Charismatic Leaders 10. Empathy: • • • • •

Contd

Understanding others ( Stepping into shoes of others) developing others, service orientation, diversity, and political awareness.

9

Authoritarian Vs. Democratic Leader
Authoritarian Leader - Autocratic - Initiatory - Close - Dominative - Arbitrary - Not so Defined Democratic Leader - Participatory - Considerate - Open - Integrative - Persuasive - Self defined as Group Leader
10

- Production oriented - Employee oriented

Leadership Styles
Leadership Style: the patterns of how a leader

interacts

with his/her followers.

“Leadership style impacts the motivations of employees either positive or negative.”
The FOUR leadership styles:
1. 2. 3. 4.

Authoritative, Democratic, The Laissez Faire, and Bureaucratic.
11

Authoritarian (Autocratic) Style Contd
Leader makes decisions without reference to anyone

else.

High degree of dependency on the leader Can create de-motivation and alienation

of staff

May be valuable in some types of business where

decisions need to be made quickly and decisively

12

Authoritarian (Autocratic) Style Contd
Sets goals individually Engages primarily in one-way, downward communication Controls discussions of followers Sets policy and procedures unilaterally Dominates interaction

13

Authoritarian (Autocratic) Style Contd
Personally directs the completion of tasks Provides infrequent positive feedback Rewards obedience and punishes mistakes Exhibits poor listening skills Uses conflict for personal gain

14

AUTHORITARIAN (AUTOCRATIC) STYLE Contd
• Manager retains as much power and • The manager does not consult

decision-making authority as possible. employees, nor are they allowed to give any input.
• Employees are expected to obey

orders without receiving any explanations.

• The motivation environment is

produced by creating a structured set of rewards and punishments.

I want both of you to. . .

15

AUTHORITARIAN (AUTOCRATIC) LEADERS

Adolf Hitler

Saddam Husain
16

DEMOCRATIC ( PARTICIPATIVE ) STYLE
• Democratic Leadership is

the leadership style
• promotes the sharing of

responsibility,
• the exercise of delegation

and continual consultation.
Let's work together to solve this. . .
17

DEMOCRATIC ( PARTICIPATIVE ) STYLE

Contd

 Encourages decision making from different

perspectives – leadership may be emphasised throughout the organisation
Consultative: process of consultation before

decisions are taken

Persuasive: Leader takes decision and seeks to

persuade others that the decision is correct.

18

DEMOCRATIC ( PARTICIPATIVE ) STYLE
 May help motivation and involvement,

Contd

Workers feel ownership of the firm and its ideas, Improves the sharing of ideas and experiences

within the business.

19

DEMOCRATIC ( PARTICIPATIVE ) STYLE

Contd

A style of leadership in which the leaders takes

collaborative, responsive, interactive actions with followers concerning the work and the work environment.

20

DEMOCRATIC ( PARTICIPATIVE ) STYLE
Involves followers in setting goals. Engages in two-way, open communication. Facilitates discussion with followers.

Contd

Solicits input regarding determination of policy and

procedures.

Focuses interaction.

21

DEMOCRATIC ( PARTICIPATIVE ) STYLE
Provides suggestions and alternatives for the

Contd

completion of tasks

Provides frequent positive feedback Rewards good work and uses punishment only as a last

resort

Exhibits effective listening skills Mediates conflict for group gain

22

DEMOCRATIC ( PARTICIPATIVE ) LEADERS

23

Laissez-Faire Leadership Style (“leave them alone”)

Contd

‘Let it be’ – the leadership responsibilities

are shared by all. Can be very useful in businesses where creative ideas are important. Can be highly motivational, as people have control over their working life. Can make coordination and decision making time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations
24

Laissez-Faire Leadership Style (“leave them alone”)

Contd

 This French phrase means “leave

it be” and is used to describe a leader who leaves his/her colleagues to get on with their work.
 The style is largely a "hands off"

view that tends to minimize the amount of direction and face time required.

You two take care of the problem while I go. . .

25

Laissez-Faire Leadership Style (“leave them alone”)

Contd

Allows followers free rein to set their own goals. Engages in non-committal, superficial communication. Avoids discussion with followers to set policy and

procedures.

Avoids interaction.

26

Laissez-Faire Leadership Style (“leave them alone”)

Contd

Provides suggestions and alternatives for the

completion of tasks only when asked to do so by followers

Provides infrequent feedback of any kind Avoids offering rewards or punishments May exhibit either poor or effective listening skills Avoids conflict
27

Bureaucratic Leadership Style
 By the book.  Benefits of this style
 Increased safety.  Quality work.  Ultimate control.

 Disadvantages of this style
 Dehumanizes the business.  Lack of self-fulfillment.  Position power’ obsession.  Lack of creativity.  Poor communication.
28

Bureaucratic Leadership Style

When Is The Bureaucratic Leadership Style

Effective?

In dangerous environments where health and safety

is very important for example in mines.

In very large corporations. Government bodies use it as it can help in showing

accountability.

29

Blake and McCanse’s Leadership Grid
Has also been called the Managerial Grid Focuses communication styles
1,1 Impoverished Mgt 9,1 Authority-Compliance 5,5 Middle of the Road Management  1,9 Country Club Management 9,9 Team Management
30

The Managerial Grid
Low
9

High
9,9 Team management The Sound Leadership, High Concern for People , High Concern for Production, Most effective Leadership style, Emphasizes on Production and Employees, and Creates Team Spirit.

High
8

1,9 Country club management High concern for People, Low concern for Production, Needs of employees / Team members fulfills, Lack of Direct Supervision and Control.

High

Concern for people

7 5,5 Middle of the road Management Medium concern for People , Medium concern for Production , Balance s both concerns, Compromising Leadership and, Average Performance.

6 5 4 3

2

Low

1

1,1 Impoverished Management : Low concern for People, Low concern for Production, Ineffective Leader, and Highly disorganise workplace 1 2 3 4

9,1 Task management Dictatorial Leadership, Low concern for People, High Concern for Production, Emphasizes on production effectiveness, Strict and Autocratic Work Rules. 5 6 7 8 9

Low
31

Low

Concern for production( RESULTS)

High

Concern for production:   X- Axis Considers employees and team members Decision making and Democratic leadership style. Concern for people:   Y- Axis Emphasizes on product effectiveness and efficiency

32

1.Impoverished Management (1, 1): • Managers with this approach are low on both the dimensions and exercise minimum effort to get the work done from subordinates. • The leader has low concern for employee satisfaction and work deadlines and as a result disharmony and disorganization prevail within the organization. • The leaders are termed ineffective wherein their action is merely aimed at preserving job and seniority.

33

2.Task management (9, 1): • Also called dictatorial or perish style. • Here leaders are more concerned about production and have less concern for people. ( i.e. Theory X Style ). • The leader believes that efficiency can result only through proper organization of work systems and through elimination of people wherever possible. • This style can definitely increase the output of organization in short run but due to the strict policies and procedures, high labour turnover is inevitable.

34

3. Middle-of-the-Road Management (5, 5): • This is basically a compromising style wherein the leader tries to maintain a balance between goals of company and the needs of people. • The leader does not push the boundaries of achievement resulting in average performance for organization. Here neither employee nor production needs are fully met.

35

4. Country Club Management (1, 9): • This is a collegial style characterized by low task and high people orientation where the leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment. • The leader feels that such a treatment with employees will lead to self-motivation and will find people working hard on their own. However, a low focus on tasks can hamper production and lead to questionable results.

36

5. Team Management (9, 9): • Characterized by high people and task focus, the style is based on the theory Y of McGregor and has been termed as most effective style according to Blake and Mouton. • The leader feels that empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere which will automatically result in high employee satisfaction and production.
37

Conclusion
Leadership is the process by which an executive can

direct, guide and influence the behaviour and work of others towards accomplishment of specific goals in a given situation.
 Leadership is the ability of a manager to induce the

subordinates to with Confidence and Zeal.
38

Conclusion

Contd

 Establish effective groups and teams to achieve the overall goals.  Understand the pros and cons conflicts, and apply the appropriate

techniques to resolve them.

“Leadership is based on inspiration, cooperation, Motivation ; and not by domination and intimidation ” (Pressure).

39

Sign up to vote on this title
UsefulNot useful